STRATEGIC FRAMEWORK FOR REPOSITIONING HUMAN RESOURCE MANAGEMENT Saint George Hotel, Pretoria 4 March

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STRATEGIC FRAMEWORK FOR REPOSITIONING HUMAN
RESOURCE MANAGEMENT Saint George Hotel,
Pretoria4 March 2008Mr S Ntombela
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CONTENTS

• Purpose of presentation
• Background
• Focal issues in the framework
• Purpose of the strategic framework
• The HRM domain
• New role for HRM
• Making the change
• Progress made
• Implementation

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PURPOSE OF PRESENTATION

• To share information on the strategic framework
  for repositioning HRM
• To reflect on the interventions and strategies to
  institutionalize strategic HRM

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BACKGROUND

• The current decentralized HRM model requires HR
  components and HR practitioners to also perform a
  strategic partner role for organizational
  performance and the achievement of their
  departments goals
• In the main, the focus shifted to the strategic
  alignment and management of human resources in
  support of achieving the service delivery goals
  of departments
• Various studies revealed that the progress made
  so far in this regard, is inadequate

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PURPOSE OF THE STRATEGIC FRAMEWORK

• To consolidate and reflect on the gains made in
  terms of the current HRM model
• To forge a common understanding in the Public
  Service on strategic HRM
• To guide the implementation of strategic HRM in
  the Public Service
• To provide an integrated framework for organizing
  and delivering the full range of human resource
  management functions. It will provide for an
  overarching framework that consolidates the
  roles, processes, relationships and technology
  required to support the provision of HR services

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THE HRM DOMAIN

• The HRM domain has changed
• Focus is no longer on only the standard HR
  practices
• There is a definite need to inculcate a strategic
  capability, to redefine the relationship with
  operational/executive management and to improve
  the efficiency of administrative processes in the
  HR domain
• A strong relationship needs to exist between
  organizational effectiveness/ goal achievement
  and the human resource domain in terms of
  employment costs, productivity and the ability to
  manage organizational change

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THE HRM DOMAIN TWO DIMENSIONS

• The framework advocates two distinct dimensions
  for HR components
• Strategic dimension
• Strategic partner
• Change agent
• Employee champion
• Technical dimension
• Organizational development and design
• HR practices
• Employee health and wellness
• Labour relations

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NEW ROLE FOR HRM FOCUS ON ORGANIZATIONAL
EFFECTIVENESS
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NEW ROLE FOR HRM A VISION

• The management of diverse human resources in the
  Public Service aligned to departmental service
  delivery goals and objectives through the
  delivery of quality human resource services and
  products.

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NEW ROLE FOR HRM A MISSION

• Human resource management in the Public Service
  must-
• Ensure a motivated and productive workforce in
  the Public Service
• Be underpinned by a strategic partner role for
  human resource components
• Optimize the utilization of human resources to
  achieve organizational objectives

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NEW ROLE FOR HRM CORE VALUES

• Decentralization
• Efficiency
• Fairness
• Equity
• Partnership
• Diversity focused
• Professionalism

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MAKING THE CHANGE

• To add value, the strategic framework must
  provide a game plan that sets out how the HRM
  function should change from its current state to
  the desired one
• The strategic framework addresses three distinct
  areas
• Drivers or initiators
• Support mechanisms
• Areas for change

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MAKING THE CHANGE (cont)

• Support mechanisms

Drivers for change
Areas for change

• Organizational model for HRM
• components
• HR competency framework
• Training for HR practitioners
• Performance indicators for HRM
• Learning forum for HR
• practitioners

• HRP Strategy
• Compensation strategy
• Diversity management strategy
• HRD strategy
• Leadership development management strategy
• EHW strategy

• Org development and design
• HR practices
• HR utilization and development
• Employee health and wellness
• Labour relations

Norms and Standards for Functional Practices
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PROGRESS MADE

• Drivers for change
• HRD strategy approved by Cabinet for
  implementation
• Leadership development strategy has been
  developed and consulted at the SMS conference
• Strategies on EHW, Diversity Management and HRP
  are nearing completion

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PROGRESS MADE (cont)

• Support mechanisms

• A generic organizational structure for HRM
  components has been developed
• A draft competency framework for HRM components
  has been completed
• SAMDI is working on HRM course design and
  standardization. A number of programmes have been
  completed
• Draft performance indicators for the HRM function
  have been completed
• A learning forum, in the form of six steering
  committees, and an annual forum have been
  established

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PROGRESS MADE (cont)
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IMPLEMENTATION
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IMPLEMENTATION (cont)
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IMPLEMENTATION THROUGH STRATEGIC FRAMEWORKS

• HRD strategy
• Four strategic interventions, of which three are
  relevant to HR skills enhancement
• The interventions will, besides specific training
  programmes, focus on establishing appropriate
  learning environments, organizational support
  structures and oversight mechanisms

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IMPLEMENTATION THROUGH STRATEGIC FRAMEWORKS
(cont)

• Leadership Development Management Strategy
• Four strategic programmes or pillars
• Organizational performance management to
  capacitate SMS members to deal effectively with
  all the domains of this concept
• Management and administration of career incidents
  in the SMS that focuses on staffing, vacancy
  management and retention
• Development assessment centers to evaluate an
  individuals skills, attributes and potential for
  purposes of employment in the SMS
• Training and development for SMS members

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IMPLEMENTATION THROUGH STRATEGIC FRAMEWORKS
(cont)

• Diversity management strategy
• Three strategic programmes or pillars
• Job Access for the recruitment, employment and
  retention of people with disabilities
• Gender equality and women empowerment
• Employment equity compliance
• HRP strategy seeks to establish effective and
  integrated human resource planning in the Public
  Service

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IMPLEMENTATION THROUGH STRATEGIC FRAMEWORKS (cont)

• EH W strategy will provide a basis for taking
  employee health and wellness matters forward
• Four strategic programmes or pillars
• HIV and AIDS Management
• Health and Productivity Management
• Occupational Health and Safety Management
• Wellness Management

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THANK YOUSIYABONGA